This document summarizes three presentations at an event organized by Innovative-E on work management success achieved by three DC organizations. The first presentation discusses how Twitter elevated its business value through Microsoft work management solutions. The second presentation describes how a healthcare organization improved processes and outcomes through business process re-engineering using SharePoint. The third presentation explains how a quality assurance organization delivered process improvements and savings.

1. HOW
THREE
DC
ORGANIZATIONS
ACHIEVED
WORK
MANAGEMENT
SUCCESS

2. EXECUTIVE
INSIGHTS
DC
Why?
• Challenging
and
exciDng
Dmes
for
organizaDons
• Do
more
with
less
• Achieving
organizaDonal
transformaDon
success
• Commitment
at
execuDve
level
• How
MicrosoM
work
management
tools
can
support
your
organizaDon
• Successful
adopDon
has
organizaDonal
challenges
Twi6er:
#eidc

3. INNOVATIVE-­‐E
Who
We
Are
• Inspire,
Lead,
and
Be
the
Catalyst
of
OrganizaDonal
TransformaDon
• ExperDse
• SharePoint
for
Project
Management
• Project
Management
for
SharePoint
• Custom
SharePoint
SoluDons
Development
• World
Class
Team
• Thought
leaders,
published
authors,
instructors,
speakers
• Seasoned
execuDve
management
• PMPs,
Six
Sigma,
SOX,
ITIL,
COBIT,
RUP,
MSCDs
Twi6er:
#eidc

4. INNOVATIVE-­‐E
Who
We’ve
Helped
Twi6er:
#eidc

5. SAMPLE
SLIDE
Agenda
7:30
-­‐
8:00
RegistraDon/Breakfast/Networking
8:00
-­‐
8:15
Welcome
Remarks
8:20
-­‐
8:45
ElevaDng
Business
Value
with
MicrosoM
Work
Management
SoluDons
8:50
-­‐
9:10
Business
Process
Re-­‐Engineering
and
Improved
Healthcare
Outcomes
9:15
-­‐9:35
Delivering
QA
Process
Improvement
and
Savings
9:40
-­‐
10:00
Healing
a
Case
of
IneffecDve
Process,
Document
&
Project
Management
10:05
-­‐
10:25
Top
10
Best
PracDces
To
Achieve
SharePoint
Success
10:30
–
11:00
Panel
Discussion
Twi6er:
#eidc

6. ElevaDng
Business
Value
With
MicrosoM
Work
Management
SoluDons
ARPAN
SHAH
Director,
MicrosoM
Project

7. EXECUTIVE
INSIGHTS
DC
About
Me
• Internet
business
industry
background
• Web
E-­‐commerce
soluDons
• MicrosoM
for
the
last
9+
years
• Internet
business
soluDon
product
management
• CMS
product
management
• SharePoint
tech
product
management
Twi6er:
#eidc

8. Project
Management
AssociaDon
with:
• Complexity
• Specific
Industries
like
Manufacturing,
ConstrucDon,
ConsulDng,
Oil
&
Gas,
etc.
• Specific
group
or
set
of
individuals
(ex.
PMO
office)
Work
Management
is
for
everyone:
individuals,
teams
and
organiza8ons.
Twi6er:
#eidc

9. Popular
Work
Management
Techniques
Today
Individuals
Project
Managers
Execu8ves/PorAolio
Managers
Twi6er:
#eidc

10. Popular
Work
Management
Techniques
Today
Individuals
Project
Managers
Execu8ves/PorAolio
Managers
Twi6er:
#eidc

11. N
IO
AT
IZ
AN
RG
O
E
TH
S
LP
HE
M
P
P
W
O
H
How
Work
Management
Helps
the
OrganizaCon
" Demand
Porlolio
Alignment
ExecuDves
and
Management
Management
with
Business
Porlolio
Managers
" Porlolio
SelecDon
ObjecDves
" Capacity
Planning
" Porlolio
ReporDng
"
Resource
Enterprise
PMO,
Resource
and
Management
Project
Visibility
Project
Managers
"
Financial
Mgmt
Management
&
Control
"
Project
ReporDng
"
Project
Scheduling
"
Program
Mgmt
Project
Team
Members
"
Time
ReporDng
CollaboraDon
Work
Management
"
Team
CollaboraDon
Processes
and
Tools
Twi6er:
#eidc

12. Make
Decisions
that
Align
with
Business
Goals
Project
and
Porlolio
Management
is
the
conDnuous
process
of
iden8fying,
selec8ng
and
managing
a
porlolio
of
projects
in
alignment
with
key
performance
metrics
and
strategic
business
objecDves
Twi6er:
#eidc

13. M
P
P
OF
S
IT
EF
EN
B
ER
M
TO
US
C
Customer
Benefits
Reduce
costs,
increase
efficiencies
and
prepare
for
growth
Reduce Costs
o Gain visibility and control over projects
o Manage projects and resources effectively
o Reduce redundancies and non-performing projects
Improving Business Outcomes
o Align work with strategic objectives
o Prioritize work by financial return
o Mitigate risks and measure results
Twi6er:
#eidc

14. CHOOSE
THE
RIGHT
TOOLS
THAT
CAN
EVOLVE
WITH
YOU
Twi6er:
#eidc

15. Where
do
you
start?
Twi6er:
#eidc

16. Business
Process
Re-­‐Engineering
And
Improved
Healthcare
Outcomes
MARIE-­‐MICHELLE
STRAH,
PHD
Lead
Business
Consultant,
Aquilent

17. INTRODUCTION
Overview
• IntroducCon
• Marie-­‐Michelle
Strah,
PhD
• Aquilent,
Inc.
Lead
Business
Consultant
• Email:
michelle
DOT
strah
AT
aquilent
DOT
com
• Twi6er:
@cyberslate
• ObjecCves
• Best
pracDces
for
SharePoint
deployment
in
military
healthcare
seqngs
• How
to
leverage
SharePoint
as
an
enterprise
soluDon
in
highly
regulated
seqngs
(DoD/VA)
• How
to
effecDvely
manage
expectaDons
and
leverage
exisDng
knowledge
management
iniDaDves
in
DoD/VA
for
successful
SharePoint
implementaDons
Case
Study
Format
–
Longitudinal
PerspecCve
Twi6er:
#eidc

18. ERMC
Army
in
Europe
TransformaCon
2004-­‐2008
• Pain
Points
• Challenges
to
military
healthcare
OIF/OEF
• Very
few
automated
processes
for
healthcare
administraDon
• IntegraDng
private
sector
best
pracDces,
accreditaDon
and
managed
care
(TRICARE)
• SharePoint
2003
infrastructure
but
no
champion
• Process
• Hey,
we’ve
got
a
great
idea!
• Command
adopDon
(HMEDDAC)
• Command
adopDon
(ERMC)
• Goals:
compliance
and
transformaDon
Twi6er:
#eidc

19. ERMC
SoluCons
for
TransformaCon
• Healthcare
AdministraCon
• StandardizaDon
and
automaDon
of
exisDng
processes
• Quality
measures
(data,
data,
data)
• ConDnuous
process
improvement
• TransformaCon
• ConsolidaDon
and
realignment
–
creaDon
of
new
processes
• IntegraDon
of
G-­‐3
and
G-­‐6
processes
• Rapid
deployment
• Provide
structure,
decision-­‐making
and
execuCve
dashboarding
Twi6er:
#eidc

20. ERMC
SoluCons
for
TransformaCon
• Enterprise
Portal
-­‐
HMEDDAC
• Phase
I
–
3
months
–
planning
and
buy-­‐in
• Phase
II
–
12
months
–
implementa8on
and
training
across
subordinate
commands
(7)
and
headquarters
• Phase
III
–
12
months
–
implementa8on
and
training
across
clinical
divisions,
records
management,
quality
and
risk
management,
pa8ent
safety,
pa8ent
sa8sfac8on,
hospitality
• Enterprise
SoluCons
-­‐
ERMC
• Phase
I
–
3
months
-­‐
Transforma8on
Portal
and
capital
equipment
and
supply
chain
management
• Phase
II
–
12
months
-­‐
Host
Na8on
Ini8a8ves
• Host
NaDon
PaDent
Liaison
Program
• ERMC
Medical
Library
and
Knowledge
Portal
• Wounded
Warrior
Care
Twi6er:
#eidc

21. ERMC
Results
Virtualiza)on
of
100%
of
business
processes
across
8
geographically
dispersed
hospital
and
ambulatory
care
clinics
• Joint
Commission
AccreditaDon
–
Hospital
(2008)
• Joint
Commission
AccreditaDon
–
Ambulatory
(2008)
• DoD/MEDCOM
InspecDon
(2008)
• Congressional
InspecDon
(2008)
• 100%
accountability
of
2500
staff
and
$150
million
of
durable
equipment
• 15%
increase
in
paDent
saDsfacDon
rates
Twi6er:
#eidc

22. Defense
Centers
of
Excellence
for
Psychological
Health
and
TraumaCc
DCOE
Brain
Injury
2009-­‐2010
• Pain
Points
• New
organizaDon
with
li6le
to
no
established
processes
(management)
• Clinical
research
• Joint
services
• IntegraDon
with
exisDng
civilian
agencies
(including
VA/NIH)
• Processes
• Command
adopDon
(DCoE)
• Robust
knowledge
management
initaDve:
• TMA
(Tricare
Management
AcDvity)
records
management
• Subject
ma6er
experDse
•
Champion:
Chief
of
Staff
Twi6er:
#eidc

23. DCOE
SoluCons
for
CollaboraCon
• SoluCon:
• Phase
I
–
con)nuous
-­‐
Branding
–
SharePoint
2007
portal
• Phase
II
–
3
months
-­‐
Iden8fica8on
of
KM
team
and
strategic
planning
• Phase
III
–
3
months
-­‐
Iden8fica8on
of
Power
Users
and
training
• Phase
IV
–
3
months
and
ongoing
–
Content
Migra8on
and
Integra8on
with
civilian
agencies
(SharePoint
2003
and
2007)
• Results:
• 100%
adopDon
within
3
months
• IntegraDon
of
8
directorates
and
6
component
centers
as
a
unified
command
within
6
months
•
Groundbreaking
at
NICoE
(NaDonal
Intrepid
Center
of
Excellence)
24JUN10
Twi6er:
#eidc

24. JTF-­‐CAPMED
Joint
Task
Force
–
NaConal
Capital
Region
(JTF-­‐CAPMED)
2010-­‐present
• Pain
Points
• What
supply
chain?
• Joint
services
• Data
integrity
and
accuracy
• Legacy
systems
• Process
• Phase
I
–
1
month
–
BPA:
Assessment
and
Evalua8on
• Phase
II
–
3
months
• Data
and
systems
architecture
and
design
• Program
Management
Informa8on
System
(PMIS)
• Phase
III
–
3
months
• Systems
Integra8on
(COTS)
• Custom
Development
(SharePoint)
• Data
Quality
Twi6er:
#eidc

25. JTF-­‐CAPMED
World-­‐Class
SoluCons
• SoluCon
• Project
Management
InformaDon
System
(PMIS)
• ExecuDve
Dashboard
and
BI
(JTF-­‐CAPMED
SharePoint
Portal)
• SaaS
integraDon
and
interface
SQL/.NET
(API)
(A6ainia
and
Accendo)
• Data
visualizaDon
and
interface
(MS
Silverlight)
• Integrated
Master
Schedule
(MS
Project
–
MS
Project
Server)
• Automated
data
transfer
(JMLFDC
–
DMLSS)
• Tracking
Tool
(SharePoint
2007)
• Results
• Unique
health
services
supply
chain
soluDon
• IntegraDon
of
100%
construcDon,
financial,
contractual,
capital
equipment,
procurement,
warehouse,
and
tracking
data
(RFID/barcode)
• 100%
accountability
of
$322
million
of
equipment
w/in
6
months
SharePoint
SOA:
Crea)on
of
prototype
DMLSS
interface
and
cradle-­‐to-­‐
grave
accountability
Twi6er:
#eidc

26. LESSONS
LEARNED
A`er
AcCon
Report
Challenges:
• Staffing
• IPT
(Integrated
Product
Team)
• Infrastructure
and
server
farm
implementaDon
• Data
architecture
• AuthenDcaDon
• Project
Planning:
Make
or
Buy
and
Business
Case
Analysis
Enablers:
• Staffing
• Agile/Scrum
Methodologies
• SharePoint
SDLC
• ExecuDve
Support
• Phased/IteraDve
Deployments
• Flexibility/Adaptability
Twi6er:
#eidc

27. Delivering
Quality
Assurance
(QA)
Process
Improvement
And
Savings
JOE
SNYDER
Engineering
Manager,
VGT

28. INTRODUCTION
Company
PerspecCve
• VGT
Historical
perspecDve
• Accelerated
growth
• Single
market
focus
• CompeDng
Groups
• SW
Engineering
• Field
Service
• ProducDon
• Corporate
• Change
Agent
• Best
PracDces
• Fence
them
in
• Tighten
the
fence
-­‐but
don’t
scare
them!
Twi6er:
#eidc

29. PROCESS
Technology
ConsideraCons
• Technology
• New
technology
hurdles
• Boon
• Learning
curve
• Bane
• ConDnue
to
release
• Good
to
Great
!
• Money
In
the
bank
• Technology
Accelerators
• How
much
will
it
cost
• Fly
Wheel
concept
• ROI
• Methodology
–
A
balancing
act
• Strategic
• TacDcal
Twi6er:
#eidc

30. SOLUTION
The
Challenge
• Requirements
• Pilot
it
with
QA
• Provide
concrete
metrics
on
the
value
add
• Show
value
out
of
the
box
• Will
it
scale?
• Will
it
be
accepted
by
the
stakeholders?
• MS
Project
-­‐QA
• Status
Reports
• Resource
scheduling
• Progress
Updates
• In
acDon
• PWA
• Outlook
• Status
report
• Task
updates
Twi6er:
#eidc

31. RESULTS
Resistance
is
FuCle
• FTE
savings
Twi6er:
#eidc

32. RESULTS
Resistance
is
FuCle
• Resource
AllocaDon/
Assignment
• Control
Group
•
No
significant
changes
seen
• Test
Group*
•
Be6er
CommunicaDon
between
groups
•
Clearer
expectaDons
•
No
over
allocaDons
•
Improved
Dme
to
test
compleDon
• Progress
ReporDng
• Real
Dme
data
• EsDmated
Dme
vs.
Actual
Dme
Data
• Improvement
to
Status
ReporDng
Twi6er:
#eidc

33. LESSONS
LEARNED
Next
Time
• Unexpected
results
• Control
group
was
eager
to
be
included
in
the
next
phase
• Groups
began
to
experiment
and
self
train
on
the
tool
• SW
engineering
group
took
noDce
and
was
advocaDng
for
enterprise
wide
adopDon
in
2011
• Lessons
Learned
• Longer
pilot
Dme
frame
would
permit
broader
scope
of
tests
• Limited
metrics
on
exisDng
state
made
comparisons
somewhat
inconclusive
• Support
role
was
a
full
Dme
job
• Next
Steps
• Scale
to
the
enterprise
• Planning
• Training
• ExecuDon
• Follow
up
Twi6er:
#eidc

34. Healing
A
Case
Of
IneffecDve
Process,
Document
and
Project
Management
MATTHEW
FRITTS,
MPH
Senior
Program
Manager,
Samueli
InsDtute

35. INTRODUCTION
Samueli
InsCtute
• Who
We
Are
• Non-­‐profit,
non-­‐affiliated
medical
research
organizaDon
• Started
in
2001
with
funding
from
benefactors
Susan
and
Henry
Samueli
• Primary
funding
source
is
now
DOD
• Mission
=
transform
health
care
through
the
scienDfic
exploraDon
of
healing
Twi6er:
#eidc

36. INTRODUCTION
Project
Management
at
Samueli
InsCtute:
“A
Case
History”
• Symptoms:
Inefficiency,
frustraDon,
ad-­‐hoc
system
of
heterogeneous
and
unlinked
databases
and
tracking
systems
• IniDal
a6empts
at
self-­‐management
of
this
“disease”
failed
• Diagnosis:
Growing
pains
and
immature
processes,
personnel,
and
technology
toolsets
• Treatment:
Evolve
the
InsDtute’s
staff,
processes,
and
project
management
• Doctors
and
nurses:
InnovaDve-­‐e,
Inc.
and
training
• Prognosis:
Evolve
through
its
growing
pains
and
into
healthy,
thriving
organizaDonal
wellness
• Caveat:
maintaining
wellness
requires
ongoing
self-­‐management
&
disciplined
prevenDon
Twi6er:
#eidc

37. IdenCfying
a
PotenCal
SoluCon
Overall
Goals
PROCESS
•
Enhance
and
streamline
DOD-­‐funded
project
E fficient
planning,
tracking,
reporDng
and
integraDon.
•
Provide
the
InsDtute’s
Military
Medical
Research
M anagement
of
Program
(MMRP)
with
the
knowledge,
skills,
resources,
technology
and
processes
required
for
P
effecDve
project
management
(PM).
rojects
and
O peraDons
Three
ObjecCves
/
Work
Areas
W ith
People
• ObjecDve
1:
Provide
training,
coaching
and
support
related
to
project
management
(PM)
theory,
processes,
tools,
resources
and
best
pracDces.
E lectronic
&
human
Process
• ObjecDve
2:
Establish
a
framework
for
effecDve
project
management
based
on
PMBOK
theory
and
principles
and
including
documentaDon
and
clarificaDon
of
policies
and
procedures.
R esources
Tools
• ObjecDve
3:
Create
a
Project
Management
InformaDon
System
(ProMIS).
Twi6er:
#eidc

38. EMPOWER
Goal
3:
“ Tools”
SOLUTION
PROCESS:
IDENTIFYING
A
POTENTIAL
Goal
3:
Create
a
Project
Management
InformaDon
System
(ProMIS)
Twi6er:
#eidc

39. LESSONS
LEARNED
Moving
forward
Level
1:
IniDal
Level
2:
Level
3:
Defined
(2010)
Repeatable
(2015)
• No PM
PEOPLE • Basic PM training • PM Certification
background
• Automated
• PM Process
PROCESS • Ad-hoc workflows ,
Standardized
portfolio reporting
• Paper, MS
• PM templates, • MS Project
TOOLS Word, MS
MS Project Server
Excel, Email
Twi6er:
#eidc

40. Product
/
SP
2010
+
MS
Project
2010
3rd
Party
PM
Add-­‐on
for
Project
Server
2010
+
SP
SOLUTION
FuncConality
SP
2010
2010
Project
Task
Task
level,
not
assignment
Assignment
Level
Assignment
Level
Management
level
in
SP
ReporDng
Dependent
on
site
Dependent
on
site
Not
dependent
on
site
hierarchy,
Need
to
custom
hierarchy,
OOTB
roll
ups
hierarchy,
OOTB
roll
ups
build
roll
ups,
can
only
do
1
provided,
Not
capable
of
provided,
can
handle
level
roll
up
complex
relaDonship,
can
complex
relaDonship
only
do
limited
level
roll
and
mulD
level
roll
ups
up
Workflow
OOTB
limitaDon
in
ability
to
Same
as
SP
2010
OOTB
capability
to
capture
different
capture
different
informaDon
at
different
informaDon.
Can
be
point
in
the
process.
created
in
Visual
Studio,
Workflow
can
be
created
in
but
can
be
configured
SP
Designer.
and
tweaked
in
Project
Server
Scalability
Does
not
scale
up
when
Can
scale
up
to
other
Can
scale
up
to
other
more
complex
features
are
funcDonaliDes
provided
funcDonaliDes
provided
needed
in
the
plalorm
in
the
plalorm
Usability
OOTB
SP
may
provide
Designed
to
provide
as
More
complex
UI
simpler
user
interface.
simple
a
UI
as
possible
because
of
the
built
in
capabiliDes
Twi6er:
#eidc

41. RESULTS
ROI
-­‐
Preliminary
Results
• Standard
OperaDng
Procedures,
process
flows,
related
forms,
and
policies
draMed
for
3
of
the
major
project
types
that
the
MMRP
conducts
•
All
staff
received
training
in
SharePoint
2010
(the
plalorm
through
which
the
MMRP
will
streamline
its
document
management
funcDons)
and
in
MicrosoM
Project
2010
(the
plalorm
through
which
the
MMRP
will
streamline
its
project
management
funcDons)
• Completed
a
prototype
of
ProMIS
• Review
and
approval
of
two
comprehensive
Standard
OperaDng
Procedures
(SOPs)
on
(1)
intramural
human
subjects
research
projects
and
(2)
intramural
programs
was
deferred,
so
that
the
Dmeline
for
releasing
ProMIS
could
be
accelerated
• Concept
maps
for
key
InsDtute
processes
were
developed
• Clarified
InsDtute
processes
that
are
currently
ambiguous
or
unclear
• StandardizaDon
• DefiniDon
of
project
terms
• Roles
&
responsibiliDes
for
PI,
PM,
PO,
etc
• IdenDfied
high-­‐priority
training
needs
related
to
SharePoint
and
Project
Management
Twi6er:
#eidc

42. Top
10
Best
PracDces
To
Achieve
SharePoint
Success
BILL
ENGLISH
CEO,
Mindsharp

43. WHO
IS
MINSHARP?
Training
Best
PracCces
Industry
Conferences
Leadership
Twi6er:
#eidc

44. Federal
and
Military
Customers:
Last
5
Years
WHO
IS
MINDSHARP?
DoD
USMC
RecruiDng
Command
USMC
MAGTF
Integrated
System
Training
Center
Navy
Fleet
Forces
Command
Navy
Office
of
Civilian
and
Human
Resources
Naval
Undersea
Warfare
Center
Navy
Special
Warfare
Command
Special
OperaDons
Command
Joint
Special
OperaDons
Command
Missile
Defense
Agency
Army
Forces
Command,
G6
Army
Redstone
Technical
Test
Center
Army
Soldier
Systems
Command
Army
Fort
Sam
Houston
Army
Fort
Bragg
Army
Research,
Development
and
Engineering
Command
Air
Force
Space
Command
Air
Force
Tyndall
Air
Force
Base
Air
Force
Los
Angeles
Air
Force
Base
Air
Force
Edwards
Air
Force
Base
United
States
Department
of
Veteran’s
Affairs
Air
Force
Office
of
Plans
and
Policies
United
States
Department
of
TransportaDon
United
States
Military
Academy
United
States
Department
of
Energy
Civilian
United
States
Department
of
the
Treasury
United
States
Coast
Guard
United
States
Department
of
the
Interior
NaDonal
AeronauDcs
and
Space
AdministraDon
United
States
Department
of
Agriculture
United
States
Department
of
JusDce
NaDonal
Oceanic
and
Atmospheric
AdministraDon
United
States
Department
of
Health
United
States
House
of
RepresentaDves
United
States
Nuclear
Regulatory
Commission
United
States
Department
of
Agriculture
Twi6er:
#eidc

45. Mindsharp
Fortune
100
Customers:
Last
5
years
WHO
IS
MINDSHARP?
Walmart
Marathon
Oil
HoneyWell
Exxon
Mobil
Wachovia
Northrop
Grumman
Chevron
Wells
Fargo
Hess
General
Motors
MicrosoM
GMAC
Conoco
Phillips
UPS
Comcast
CiDGroup
Pfizer
New
York
Life
Bank
Of
America
Lowe’s
Coca-­‐Cola
Berkshire
Hathaway
Time
Warner
NewsCorp
JP
Morgan
Chase
&
Co.
Caterpillar
General
Dynamics
IBM
Sunoco
HCA
Verizon
Lockheed
MarDn
Macy’s
McKesson
Sprint-­‐Nextel
Liberty
Mutual
Insurance
Goldman
Sachs
Group
PepsiCo
Abbo6
Labs
United
Health
Group
Intel
Washington
Mutual
Boeing
KraM
Foods
Massachuse6s
Mutual
Life
Merrill
Lynch
AllState
3M
Target
Best
Buy
State
Farm
Walt
Disney
58
of
the
Fortune
100
are
WellPoint
Ingram
Micro
EBA
Customers
Dell
Sysco
Johnson
&
Johnson
Cisco
Twi6er:
#eidc

46. 10
BEST
PRACTICES
FOR
SHAREPOINT
IMPLEMENTATION
Twi6er:
#eidc

47. 10
BEST
PRACTICES
FOR
SHAREPOINT
IMPLEMENTATION
#10:
Approach
SharePoint
as
a
Strategic
Business
Plaiorm
SoMware
Plalorms
Business
Requirements
Strategies
&
Goals
Twi6er:
#eidc

48. #9:
Must
Have
Clear
Business
Requirements
for
SharePoint
Problem
or
Opportunity
Strategies
Business
Requirements
Twi6er:
#eidc

49. #8:
Decide
what
SharePoint
will
and
won’t
do
CollaboraDon
Workflows
Document
Records
Basic
Search
Management
Management
Projects
Phase
1
Phase
2
Phase
3
Twi6er:
#eidc

50. #7:
Don’t
use
SharePoint
Outside
its’
Intended
Use
SharePoint
is
not:
 AccounDng
Package
 CRM
 Business
Process
AutomaDon
 Resource
Management
 Porlolio
Management
 ERM
 ERP
 Time
&
Expense
Can
you?
Yes
–
with
enough
developers,
Dme
and
money
Should
you?
No
–
See
Best
PracDce
#3
Twi6er:
#eidc

51. #6:
Must
have
InformaCon
Design
that
SharePoint
can
Support
• Garbage
in,
Garbage
out
• PutabilityFindability
• E-­‐Discovery
• Data
Breaches
• Lower
Costs
• Lower
Exposure
to
Liability
Twi6er:
#eidc

52. 10
BEST
PRACTICES
FOR
SHAREPOINT
IMPLEMENTATION
Some
Facts
and
Stats
• Over
30
billion
original
documents
are
created
and
consumed
each
year
• Cost
of
documents
is
esDmated
to
be
as
much
as
15%
of
annual
revenues
• 85%
of
documents
are
never
retrieved
• 50%
of
documents
are
duplicate
in
some
way
• 60%
of
stored
documents
are
obsolete
• For
every
$1
spent
to
create
the
document,
$10
are
spent
to
manage
it
Twi6er:
#eidc

53. FINDABILITY
AND
ECM
More
Facts
and
Stats
• 36%
-­‐
IT
rolls
out
SharePoint
with
no
input
from
Record
Managers
or
ECM
teams
• 14%
-­‐
admit
that
no
one
is
in
charge
and
that
SharePoint
+
ECM
is
out
of
control
• SMS/text
messages,
blogs,
wikis
and
other
web
2.0
technologies
lack
inclusion
in
the
ECM
soluDon
in
75%
of
organizaDons
• This
represents
a
major
risk
to
companies
• Avg
number
of
queries
per
day:
20
• Avg
number
of
hours/week
spent
finding
info:
3.5
• ~$4500
cost/worker/year
• 10K
workers:
$45,000,000/year
• Too
high?
OK
–
Cut
it
by
90%:
$4.50M/year
Twi6er:
#eidc

54. #5:
Ensure
there
is
Pervasive
EducaCon
for
your
OrganizaCon
• ExecuDves
• End-­‐users
• Help
Desk
• IT
Administrators
• Developers
• Web
Designers/Developers
• Business
Analysts
• Managers
• Partners
• Vendors
• Customers
Twi6er:
#eidc

55. #4:
Ensure
SharePoint
is
Included
in
your
Social
Media
Policies
 Tagging
 I
like
it
 Post
comments
 My
Colleagues
 Personal
blog
 Share
docs,
links
 Tag
Cloud
 So
forth…
Twi6er:
#eidc

56. #3:
Don’t
Customize
SharePoint
Unless
You’re
Forced
to
do
so
Out
of
3rd
Party
Customize
Box
Twi6er:
#eidc

57. #2:
Must
have
Governance
for
Ongoing
Success
with
SharePoint
Governance
focuses
on:
1. What
the
rules
are
2. Who
gets
to
make
the
rules
3. Who
enforces
the
rules
Example:
Rule
#9
for
DaCng
my
Daughter:
Do
not
lie
to
me.
I
may
appear
to
be
a
potbellied,
balding,
middle-­‐aged,
dimwi6ed
has-­‐been.
But
on
issues
relaDng
to
my
daughter,
I
am
the
all-­‐
knowing,
merciless
god
of
your
universe.
If
I
ask
you
where
you
are
going
and
with
whom,
you
have
one
chance
to
tell
me
the
truth,
the
whole
truth
and
nothing
but
the
truth.
I
have
a
shotgun,
a
shovel
and
five
acres
behind
the
house.
You
will
not
be
missed
nor
will
you
be
found.
Twi6er:
#eidc

58. #1:
Must
have
ExecuCve
Buy-­‐In
to
the
Proper
Use
of
SharePoint
Real-­‐World
IllustraDon
of
a
Fortune
500
company
that
didn’t
have
CEO
buy-­‐in
for
their
SharePoint
implementaDon
Why
do
we
need
your
buy-­‐in
and
acDve
support?
 Provides
proper
focus
and
direcDon
 No
“higher-­‐court”
of
appeal
 Enables
context
for
project
compleDon
 Allows
alignment
of
requirements,
technology,
policies
and
governance
Direc)on.
Clarity.
Confidence.
Twi6er:
#eidc

59. WORST
PRACTICE:
IGNORE
THE
BEST
PRACTICES
Twi6er:
#eidc

60. Panel
Discussion
DUX
RAYMOND
SY,
PMP
Managing
Partner,
InnovaDve-­‐e

61. HOW
THREE
DC
ORGANIZATIONS
ACHIEVED
WORK
MANAGEMENT
SUCCESS
Thank
You!